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How can you transform yourself from a good manager into an extraordinary leader? We've combed through hundreds of Harvard Business Review articles on leadership and selected the most important ones to help you maximize your own and your organization's performance.

This collection includes these best-selling HBR articles: featured article "What Makes an Effective Executive" by Peter F. Drucker, "What Makes a Leader?" "What Leaders Really Do," "The Work of Leadership," "Why Should Anyone Be Led by You?" "Crucibles of Leadership," "Level 5 Leadership: The Triumph of Humility and Fierce Resolve," "Seven Transformations of Leadership," "Discovering Your Authentic Leadership," and "In Praise of the Incomplete Leader."

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This article includes a one-page preview that quickly summarizes the key ideas and provides an overview of how the concepts work in practice along with suggestions for further reading.

Throughout history, people had little need to manage their careers--they were born into their stations in life or, in the recent past, relied on their companies to chart their career paths. But times have drastically changed. Today we must all learn to manage ourselves. What does that mean? As Peter Drucker tells us in this seminal article first published in 1999, it means we have to learn to develop ourselves. We have to place ourselves where we can make the greatest contribution to our organizations and communities. And we have to stay mentally alert and engaged during a 50-year working life, which means knowing how and when to change the work we do. It may seem obvious that people achieve results by doing what they are good at and by working in ways that fit their abilities. But, Drucker says, very few people actually know--let alone take advantage of--their fundamental strengths. He challenges each of us to ask ourselves: What are my strengths? How do I perform? What are my values? Where do I belong? What should my contribution be? Don't try to change yourself, Drucker cautions. Instead, concentrate on improving the skills you have and accepting assignments that are tailored to your individual way of working. If you do that, you can transform yourself from an ordinary worker into an outstanding performer. Today's successful careers are not planned out in advance. They develop when people are prepared for opportunities because they have asked themselves those questions and rigorously assessed their unique characteristics. This article challenges readers to take responsibility for managing their futures, both in and out of the office.

learning objective:

To identify five characteristics businesspeople must understand about themselves to remain engaged and productive over the course of a long career.

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How much of innovation is inspiration, and how much is hard work? The answer lies somewhere in the middle, says management thinker Peter Drucker. In this HBR classic from 1985, he argues that innovation is real work that can and should be managed like any other corporate function. Success is more likely to result from the systematic pursuit of opportunities than from a flash of genius. Indeed, most innovative business ideas arise through the methodical analysis of seven areas of opportunity. Within a company or industry, opportunities can be found in unexpected occurrences, incongruities of various kinds, process needs, or changes in an industry or market. Outside a company, opportunities arise from demographic changes, changes in perception, or new knowledge. There is some overlap among the sources, and the potential for innovation may well lie in more than one area at a time. Innovations based on new knowledge tend to have the greatest effect on the marketplace, but it often takes decades before the ideas are translated into actual products, processes, or services. The other sources of innovation are easier and simpler to handle, yet they still require managers to look beyond established practices, Drucker explains. The author emphasizes that innovators need to look for simple, focused solutions to real problems.

learning objective:

To understand seven areas (including demographic changes, product failures, and new knowledge) in which managers can find promising innovation opportunities.

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The path to your own professional success starts with a critical look in the mirror. What you see there--your greatest strengths and deepest values--are the foundations you must build on. We've combed through hundreds of Harvard Business Review articles on managing yourself and selected the most important ones to help you stay engaged and productive throughout your working life.

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The relationship of humans to technology and management is an ever-growing theme in today's world of ubiquitous mobile devices, constant Internet access, and omnipresent digital business tools. Fifty years ago Peter F. Drucker was already at the forefront of these questions, probing the ways in which management and technology struggle with the shared task of making us more productive. His thinking on how management and technology affect quality of life, what efficiency means versus productivity, and whether management can ever be a true science is as relevant today as it was then. These twelve essays exhibit, as do all Peter Drucker's writings, crisp reasoning, projection and analysis of short-term realities and examination of long-range goals and possibilities, and a unique voice that makes all these ideas accessible.

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If you read nothing else, read these 10 articles from HBR's most influential authors: 1) "Meeting the Challenge of Disruptive Change," by Clayton M. Christensen and Michael Overdorf, explains why so few established companies innovate successfully. 2) "Competing on Analytics," by Thomas H. Davenport, explains how to use data-collection technology and analysis to discern what your customers want, how much they're willing to pay, and what keeps them loyal. 3) "Managing Oneself," by Peter F. Drucker, encourages us to carve our own paths by asking questions such as, "What are my strengths?" and "Where do I belong?" 4) "What Makes a Leader?" Not IQ or technical skills, says Daniel Goleman, but emotional intelligence. 5) "Putting the Balanced Scorecard to Work," by Robert S. Kaplan and David P. Norton, includes practical steps and examples from companies that use the balanced scorecard to measure performance and set strategy. 6) "Innovation: The Classic Traps," by Rosabeth Moss Kanter, advocates applying lessons from past failures to your innovation efforts. She explores four problems and offers remedies for each. 7) "Leading Change: Why Transformation Efforts Fail," by John P. Kotter, argues that transformation is a process, not an event. It takes years, not weeks, and you can't skip any steps. 8) "Marketing Myopia," by Theodore Levitt, introduces the quintessential strategy question, "What business are you really in?" 9) "What Is Strategy?" by Michael E. Porter, argues that rivals can easily copy your operational effectiveness, but they can't copy your strategic positioning-what distinguishes you from all the rest. 10) "The Core Competence of the Corporation," by C.K. Prahalad and Gary Hamel, argues that a diversified company is like a tree: the trunk and major limbs its core products, branches its business units, leaves and fruit its end products. Nourishing and stabilizing everything is the root system: its core competencies.

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This collection of Peter F. Drucker's essays explores the intersection between society, politics, and economics. Despite this lofty goal, however, the essays themselves remain down to earth, highly readable, and full of stories and ideas that make us think differently about the business world around us. The majority of these essays were written in the 1960s, and in them Drucker specifically examines that turbulent decade, yielding conclusions that are as timeless as they are fresh. He places the merger mania of the decade in the context of business history of the twentieth century, and arrives at fundamental questions about mass market economies. He questions the personal and political values of 1960s adolescents, and ends up relating them to the concurrent rise of big complex modern institutions. He examines with equal vigor Japan's management successes, the role of politics and economics in American identity, and the "real" Kirkegaard.

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Every decision executives make today shapes the future of their organization - as well as that of the communities and society in which the organization operates. How to make choices that lead to the best possible future for all stakeholders? Look beyond the immediate crisis of the day - to the long-term implications of your decisions and actions. In the thirty-five essays comprising The Frontiers of Management, classic management thinker and teacher Peter Drucker offers advice. Each selection in this compelling collection is as fresh and relevant today as it was when written in the 1980s. With every essay, Drucker teaches by example - deftly demonstrating how to put current events in their larger historical context, how to pick the right people for a given task, how to think through an acquisition. The book provides not only durable examples of a great thinker's writing but a set of ever more urgently needed lessons on how business leaders today can understand the context of their own daily decisions - and make the wisest possible choices for the future. Timely and vivid, The Frontiers of Management remains a practical guidebook packed with enduring wisdom.

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Peter Drucker won wide acclaim as the founder of the discipline of management and as the most influential thinker and writer on modern organizations. The wealth of essays he published at the height of his career are surprisingly relevant today, even prescient. His writings are still strongly informing the practice of management, whether in corporations, not-for-profit entities, or government agencies. The Changing World of the Executive brings together forty of Drucker's essays - most of them originally published in the Wall Street Journal from 1975 to 1982. While covering a range of topics, the essays collectively seek to answer a question that's as urgent as ever: "How can managers better understand and fulfill the new duties and responsibilities created by their constantly transforming world?" Each selection is as relevant and thought-provoking today as it was when first written. Reflecting the author's international viewpoint, an entire nine-essay section is devoted to emerging developments in global business and their implications for the executive's role. Forward-thinking and insightful, The Changing World of the Executive delivers a treasure trove of wisdom from one of the world's most renowned management thinkers.

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A collection of Peter Ferdinand Drucker's legendary essays on business, management, economics and society, written between 1972 and 1980. They reflect an international viewpoint and are concerned with what Drucker called "social ecology" and especially institutions - governments, organized science, business or schools. This hardcover release is being published as part of the Harvard Business Press Drucker Library.

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